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Goal 2: Diverse Workforce
Focus area Actions Some specific milestones/deliverables

Work to understand experiences and barriers to development and career progression for Māori and Pacific Peoples at Inland Revenue and establish a plan to effectively address these.

  • Be purposeful in creating opportunities to have on-going kōrero with our Māori and Pacific Peoples, to build relationships and start sharing experiences.
  • Identify in partnership where opportunities are and work together to create solutions that provide equitable outcomes for Māori and Pacific Peoples.

Q4 2023

Understand barriers and have a plan in place to work through and address.

Talent conversations are happening at all levels of leadership. These are inclusive and reinforce our need to increase representation for woman, Māori, Pacific Peoples and other ethnicities across leadership and higher paid/more senior level roles.

  • Support leadership teams to navigate the Talent Management ‘system’, through tools, on-going kōrero and facilitated sessions.
  • Provide business group representation summaries/pictures to create visibility of opportunities to create a more diverse workforce.
  • Explore ways to support leaders to value the benefits of diversity of thought, ideas, and cultural competency as something that is needed to improve business performance.

Q4 2022

Resource for leaders to understand the Talent Management process and the link to effective Whanake conversations.

Continue to understand, measure, and evolve our Employee Value Proposition (PVP), and leverage this to continue to attract more diverse talent into Inland Revenue.

  • Continue to run our People Experience Pulse (PXP)and introduce more moments that matter, including candidate experience and new starter experience.
  • Monitor our current Employee Value Proposition (EVP) and evolve as our people experience evolves.
  • Adapt and develop marketing campaigns to continue to ensure that what we promote is based on what our people are reflecting are strengths.

Q4 2022

Joining IR experience survey launched

Q1 2023

IR candidate experience survey launched

Recruitment sourcing targets diverse talent (internally and externally) and that hiring leaders and our Talent Acquisition team are having deliberate conversations about the type of capability they need, including cultural capability.

  • Leverage job boards and non-traditional sourcing channels to encourage more diverse talent to apply for roles.
  • Create guidance for leaders to support them through the recruitment process, to understand their role and the importance of diversity.
  • Our internal people are supported to put their best foot forward in the recruitment process
  • Our Talent Acquisition team has the right conversations up front about sourcing, what is needed and includes questions relating to hiring leaders, current representation in the business group/team.

Q4 2022

Internal recruitment space is updated.

Q1 2023

Career coaching resource is available for internal candidates.

Continue to embed our capability-based approach and ensure the people capabilities reflect our ways of working.

  • Update material resource material to provide more context about our capability-based approach and the mechanisms that reinforce this.
  • Update the 12 people capabilities to incorporate Te Arapiki as well as the outcomes and way we work from Te Pou o te Tangata.

Q3 2023

Review and update of people capabilities is completed and reflected in online content.

Recruitment selection processes removes bias from the systems, and all leaders understand their own bias and how to mitigate these.

  • End to end recruitment process is mapped to determine where bias might occur, and steps are taken to mitigate these. 
  • Supporting material for leaders’ documents the recruitment process and provides guidance to ensure that mitigations are in place (for example panel numbers and make up, decisions are made based on a range of factors). 
  • All hiring leaders have unconscious bias training.
  • Support leaders to understand, accept and be prepared to engage candidates from their set of diverse values and worldviews.
  • Learning material and tools include cultural awareness and understanding.

Q4 2022

Hiring leaders’ guidance and decision-making tools and resources available for leaders. 

The system that delivers the end-to-end recruitment process is designed around the candidate experience and acknowledges the diverse needs of candidates.

  • Recruitment and secondment policies updated.
  • Refresh of offer letters.
  • New system processes designed.

Q2 2023

New recruitment and onboarding system changes delivered.

Starting salaries for both internal and external applicants are based on capability, and bias is not a factor

  • Tools and calculator to determine the starting salaries with gender and ethnicity lens is used by Talent Acquisition team, and forms part of the discussion with hiring leaders.
  • Support for hiring leaders to be able to understand the capability that candidates bring to the role and how to reflect this is starting salary.

Workforce Planning approach helps leaders to understand and plan for the capability they will need in the future.

  • Completing a stock take to identify the current maturity of workforce planning at Inland Revenue.
  • Identify any resourcing gaps, and critical dependencies.
  • Increasing our analytics capability with a DIP tool that integrates people, finance, and property data to provide scenario forecasts to plan from. This capability will be piloted with Customer and Compliance Services, in the first instance.
  • Supporting business groups to build their maturity in demand planning and identifying future workforce demand.

Q4 2022

  • Deliver Tranche 1 of Workforce Planning analytics capability.
  • Develop business group action plans on activities to increase maturity in workforce planning.
Last updated: 24 Nov 2022
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